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1.0
OBJECTIVE / PURPOSE
This
document
provides a set
of
guidelines
for
the introduction
of new
products
that
can be adapted
to each site’s unique requirements and
incorporated in locally
controlled
documents.
2.0
SCOPE
This Guideline covers
the requirements, process, responsibilities and
key elements
required
for
the
introduction
of
new
products
into
manufacturing.
These
products
can
be designed either
internally or externally
This
Guideline
covers
PCB
Assembly,
Test
and
System
Integration
activities
that
take
place
primarily after the business development and
product design phases.
Any product
that is manufactured for the first time in a
Flextronics New Product
Introduction
Center or Flextronics Factory should follow this
guideline.
3.0
DEFINITIONS
New
Product
- For the purposes of this
procedure, a New Product is defined as a
product that is introduced for the
first time at Flextronics and/or requires an
engineering verification or design
validation and prototype build activity
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Product
Transfer
- For the purpose of this
procedure, a product transfer refers
to
a product that has been previously built, either
internal or external
. This
product
has
already
had
a
design
verification
and
prototype
build
and
only
requires
a
PV
and
Pilot
build
to
verify
the
process
capability
at
the
manufacturing
site.
(Once
a
product
leaves
the
DV
and
moves
to
the
PV
phase,
this
is
considered
in
Product
Transfer
mode,
but
may
still
be
under
the
control
of
the
NPI
organization,
depending on
local business practices)
EV
–
Engineering
Verification
EV Units are engineering samples. Units
are used to verify the functionality of
the
design
and
conformance
to
design
specifications.
Typically,
the
design
and
form
factor is not finalized.
These units may be built in
a lab environment or in a prototype center.
Quantity
is determined by mutual
agreement with the customer, but is typically less
than
10, and may be of higher
quantities for high volume products such as
telephones.
These units are sometimes used by
design engineering, marketing, and software
development. The units are typically
non-revenue generating for the customer.
DV
–
Design Validation
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DV Units are in the final design and
fully debugged form. The form factor is
finalized.
Units
are
used
for
final
validation
testing
of
the
product
for
conformance to design and product
specifications.
These units are often built on a
prototype line or NPI center, but should be run
on the same type of line that volume
production will be using. The build quantity
is determined through mutual agreement
with the customer, but is often less than
100, and may be much higher for
products such as telephones.
These units are
typically allocated to design engineering, quality
engineering,
test
engineering,
manufacturing
engineering,
software
development,
and
marketing,
and may be
subjected to destructive level testing.
The units,
often called the Prototype Run, are typically non-
revenue generating
for
the
customer.
Conclusion
of
this
phase
may
involve
a
review
meeting
with
the
customer and typically a report is
provided summarizing the results.
PV
–
Process Validation
PV Units are the final,
customer ready units built on the designated
production
line in the
selected production facility to
validate the production
process,
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determine
process baselines for SPC, test yields, etc. and
identify improvement
opportunities.
The build
quantity is determined through mutual agreement
with the customer, but
can often be
greater than 100.
PV units, often called the Pilot Run,
are typically revenue generating for the
customer.
Conclusion
of
this
phase
typically
involves
completion
of
some
combination of the
following based on customer requirements: a
mutually agreed
validation/qualification protocol, an
exit meeting, and a final report.
Abbreviations:
AML/AVL
–
Approved Manufacture List/Approved Vendor List
BOM
–
Bill of
Materials
DFx
–
Design for Manufacturing, Testing, and Assembly
DFM - Design for Manufacturablity
DV
–
Design
Validation
ECN
–
Engineering Change Notice
ECO
–
Engineering Change Order
EDI
–
Electronic
Data Interface
EV
–
Engineering Verification
FAR - First Article Report
FAI
–
First
Article Inspection
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FMEA
–
Failure Mode and Effects
Analysis
GPM
–
Global Program Manager
GR&R
–
Gauge Repeatability &
Reproducibility
ICT
–
In-Circuit Test
LOA
–
Letter of
Authorization
MOQ
–
Minimum Order Quantity
MPI
–
Manufacturing Process Instruction
PV
–
Process Validation
PM
–
Program
Manager
4.0
REQUIREMENTS
The following should be completed
and/or available prior to the start of a New
Product Introduction:
4.1
Customer’s
financial
position
has
been
approved
by
Business
Development in conjunction with
Corporate Finance.
4.2
Manufacturing
contract
negotiated
and
signed
by
Business
Development
and Customer.
4.3
Complete
Price
Quotation
with
associated
pricing
back-up
and
assumptions.
4.4
Financial
exposure for the job is covered by a PO or Mfg.
Agreement.
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4.5
The concept phase of the
product has been finalized.
4.6
Issues
with
Customs,
export/Import
requirements,
trade
act
implications,
duty
requirements
etc.
have
been
researched
and
understood.
5.0
TRAINING
Training
is
highly
recommended
for
Program
Managers
involved
in
the
introduction
and/or
transfer
of
products.
Training
options:
Flextronics
University,
presentation by
a
subject
matter
Expert,
use
of
the
overview of
the New
Product
Introduction and Product Transfer
process FBP-ENG124 located in the eLibrary.
6.0
GENERAL
RESPONSIBILITY AND AUTHORITY
The
site
that
has
been
assigned
the
responsibility
for the
product,
must
designate
a
person to be the primary focal point with the
appropriate responsibility and
authority to ensure successful
completion within the organization.
The designated person and team must
provide the necessary support as the product
moves through the various phases.
6.1
Business Development / Program
management
O Responsible for
Completing the business development activities
that
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includes
customer pre-qualification, RFQ/RFP, Manufacturing
Agreement,
customer interface on new
business opportunities, etc. Assures Program
Manager(s) have been assigned to assume
responsibility of NPI program.
O
A person
should be assigned the leadership role, typically
this is a
Program
Manager.
This
person
is
responsible
for
Facilitating
and
coordinating
the
entire
NPI
activities
and
interfaces
with
customer
and
ensures
requirements
to
build
the
product
are
met.
Holds
new
product
start
up
meetings,
NPI Readiness
review meetings, NPI Post Build review meetings,
and Product
Transfer
meetings
with
relevant
departments
and/or
customer. Provides
final
proto and pilot
reports to the customer.
6.2
Process/Product Engineering
o
Ensures
the
new
products
are
manufacturable
by
performing
DFM
analysis
and
comparing
customer’s
requirements
with
internal
capabilities.
o
Provides
relevant work instructions and necessary tooling
to build
the new products. Supervises
and monitors the actual build activities.
Interfaces with customer for any
process related issues. Ensures the new
products are transferable to volume
factory.
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6.3
Test
Engineering
o
Develops Test Strategy that includes
ICT, MDA, FT, System Test,
Structural
Test, e.g. Laminography.
o
Ensures
the
new
products
are
testable
by
performing
DFT
analysis
and
o
o
6.4
o
o
o
o
6.5
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comparing
customer’s requirements
with internal
capabilities.
Provides
relevant
test
instructions
and
necessary
test
fixture/instrument to
test the new products. Created TPI. Supervises and
monitors the test activities
Ensures the new products are
transferable to volume factory.
Quality
Engineering
Ensures the new products
meet customer requirement/specification.
Performs inspection and verification as
deemed required from FMEA.
Provides relevant work
instruction, documentation and inspection
equipment
to
ensure
product
quality.
Performs
First
Article
Inspection
and
Report
Interfaces
with
customer
for
quality
related
issues.
Ensures
the
new
products
are transferable to volume factory.
Materials/Logistics
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Procures
parts
required
to
run
the
proto
and
pilot
builds
of
the
new
product.
Pipelines materials
for future production runs.
Research
and develop plans and address any issues
regarding Customs and
trade
,
export/import,
taxes,
fees
&
duties,
embargos,
shipping
and
delivery methods etc.
6.6
Planning
Master Scheduler
The
master
scheduler
should
focus
on
material
availability
and
factory
capacity.
The master scheduler should interface
with program management,
as a conduit
to understanding customer needs when loading the
plan.
The
master scheduler
should be responsible for the accuracy of the MPS
load, and
Schedules the target proto
and pilot build run dates.
Planner
The planner should
focus on the daily operations of factory
management with
emphasis
on
both
internal
and
external
customer
satisfaction.
This
position
should be
responsible for creating and executing a factory
schedule.
This
position
should
also
be
responsible
for
any
short-term
material
status
requests.
6.7
Production
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Executes
build
per
MPI
and
TPI
and
provides
feedback
to relevant
departments
for
Manufacturability and Testability.
6.8
Documentation Services
Receives
and
maintains
customer
documentation
in
Document
Control
area
and/or
Agile. Distributes customer documents
to relevant departments. Ensures only
current and controlled documentation
are distributed.
6.9
Environmental, Health & Safety
(EHS)
o
Evaluates
all Environmental Aspects and Labor Hazards
related with the
NPI,
in
order
to
ensure
the
compliance
with
the
legal
requirements
associated
with these topics, environment
protection and employee safety.
o
Receive
and
implement
on
the
process
any
customer
requirement
associated with Environment, Health &
Safety Performance.
As per requested in
FBP-ENG101 NPI Checklist
7.0
PROCEDURE
7.1
Finalize Business Development
deliverables
o
Approval
of
business
by
VP
Business
Development
&
Site
GM
per
regional
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Business
Development Bid pre-approval process.
o
Pre-Qualification
of
potential
customer
financials
by
Business
Development
in
conjunction
w/corporate
finance
per
regional
Business
Development
Customer Qualification process.
o
Complete and submit RFQ/RFP per
regional Business Development RFQ
Procedure.
o
Receive
Purchase Order.
o
Notify site of
Business Award.
o
GM notifies
Business Development of Program Manager assigned.
o
Forward complete RFQ with associated
pricing back up and assumptions
to site
GM/PM (include survey if applicable).
o
Attend
site
Launch
meeting
for
review
of
quotation
pricing,
costed
BOMs,
assumptions, advise of customer
contacts, hot buttons, meet NPI team, etc.
o
Negotiate and put in place signed
Manufacturing Agreement.
7.2
Develop
Team Composition and Formation
7.2.1
The
NPI
team
is
typically
comprised
of
people
with
the
following
functions:
Program
Management
Product Engineering
Process Engineering (PCBA Level)
Process Engineering (System Level)
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Test
Engineering (Development)
Test
Engineering (Operation)
Quality
Engineering
Supply Quality Engineering
Purchasing
Planning
Document Services
Production
Material Logistics
Information Technology
Environmental, Health & Safety
Customer representatives
7.2.2
After the contract award, the Program
Manager should initiate a
meeting with
the managers of each department to review the
contract
requirements. Based on the
nature of the products, each department
manager
determines
candidate(s)
to
support
the
product(s)
or customer.
7.2.3
Upon
formation
of
the
NPI
team,
the
Program
Manager
should
prepare
a
list
of
these
individuals
along
with
their
contact
information
in
the
NPI
Checklist,
Form
FBP-ENG101
or
REF-142,
NPI
Enclosures
Check
list.
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7.3
Develop NPI Checklist
7.3.1
As
a
primary
contact
for
the
entire
program,
the
Program
Manager
initiates
the
NPI
Checklist
(Form
FBP-ENG101
and
REF-142
NPI
Enclosures
Check list.),
checks the items that are applicable to the
product(s),
and fills out as much
information as possible in the checklist. Those
areas or items that are unclear should
be marked and discussed in the
team
meeting.
7.3.2
The
Program Manager distributes the checklist to the
NPI team
members. The checklist should
be dated for traceability and revision
control.
7.4
Develop
Implementation Plan and Schedule
7.4.1
Communicate build deliverables
The Program Manager should initially
make clear to the customer the
timeline
of
key
deliverables
to
meet
prototype
and
pilot
build
deadlines.
This should be
in writing and the acknowledgement from the
customer
should be archived for
reference.
For example (needs be
adapted to local requirements):
EV/DV/Prototype Build
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